e-Leadership
Robert Burke
Introduction
e-leadership
is no different from any other form of effective leadership
except that in e-leadership you have no option but to be very
good at it. It requires
a high level of transformational leadership because of the highly
participative nature of the e-world between e-organisations
and e-customers and the
interconnectedness between leader and follower with the
ever-increasing reality
of the blurred lines between the two.
But
in the e-world who is the leader?
e-Leadership
Effectiveness
On
a recent visit to Australia Professor Bruce Avolio, author of Full
Leadership Development Building
the Vital Forces in Organizations
(Sage: 1999) began his talk on e-Leadership with the
following quote from David Segal
(1999) the author of Futurising Your Organization;
"Ive
found that 90% of problems companies have
on-line are created by management, not technology".
The
internet age has created the need for a new paradigm for skills
formation and for
learning - that of learning to learn. In order to
integrate management and technology, learning to learn also
implies learning to un-learn
past managerial theories and practices that are no longer
appropriate and may
even be destructive to organisations. Many of these practices,
evolving from business
principles created in the eighties and earlier, are still the
subject of most management schools. They are based on an era
when organisations were
deciding what customers needed and business schools fostered this
through subjects such
as Creating Customer Demand etc. IT has now changed
all that and the emerging trend is the change of emphasis
from that of the organisation
calling the shots to now the customer calling the shots by
demanding what they want rather than what is offered.
In
Australia we are good at implementing and using technology but we
still suffer major
shortcomings in IT development compared with the rest of the world.
This has become the major management and leadership challenge
because of the power
customers have in interacting through IT and in fostering demand for
goods and services.
At
the basis of the change is the need for management to recognise that
organizations are in fact social systems and that the
emergent technology property
of the system, the e-world, needs to be well integrated into the
whole organisational
system itself. In essence this means that the major shift that
technology has created is that the customer, more than ever
before, has become the
defacto leader in organizations because of the way the internet has
dramatically restructed many organisations by allowing an
unparallel entrance to it
and to its decision making systems. In other words the customer has
become the system, the
organisational macro-system, wherein the technology system and
the organisational social system have become the micro
sub-systems.
Leadership
needs to recognise that the borderless, nationless force of the
internet creates global customers in a truly globalised
market place the interconnected
world has created. The leadership challenge therefore is in
dealing with the human lag, or the social lag, to the
technology spiral and the consequences
of this rather than the exponentially rapid expansion of technology
itself.
This
fundamental shift has really only began to accelerate at a speed
never before seen over
the last two years. It requires asking new questions of
leadership such as:
·
What
are the implications for your current leadership system?
·
How
do you integrate your leadership system and your technology
system?
·
Is
your leadership style an enabler or a constraint to technology?
·
Will
your leadership system and your technology system
co-evolve?
What
are the implications for your current leadership system?
The
e-world has allowed customers to help themselves as far as access to
your business and
products are concerned. It is therefore necessary for you to let
your customers lead and to think of your customers as
collaborators. Steve Bollmer
the CEO of Microsoft says "Whenever
you feel lost, ask your customers".
Customers can interact instantly with your business by
letting you know what their requirements are, what method of
acquisition of your goods
or services they require and what ownership and commitment do they
want from you to
sustain an equitable and mutually rewarding relationship.
How
do you integrate your leadership system and your technology
system?
More
than ever this requires having a 360% relationship with your
customer, yourself and
your team. Feedback and exposure have become critical success
factors in the e-age. Information itself is not the critical
component. Indeed it is
estimated that by 2013 information will double every eleven hours
so what is its emergent property? The critical component is
the unified support you
offer the customer for all your products and services. That is the
emergent property of
information in the emerging knowledge era. So important is this role
that Professor Dale Spender AM believes that "The
reality is, that we dont
currently have an education system that is organised to meet these
new needs. There is no system for upgrades-across the
board-for those who are the
learner earners
the professionals we need for a knowledge
society" (2000).
Every
encounter with your customer becomes critical and, as a leader, you
must be able to take a comprehensive view of each of these
encounters as the speed
of change in losing that customer is as quick as a click on a mouse.
Is
your leadership style an enabler or a constraint to technology?
Given
that most CEOs and other senior mangers have been raised and
inculcated with the belief that success is dependent on
competition and winner takes
all how does this
paradigm sit with the e-world? Simply put it
doesnt! Why? Because the e-world is a collaborative
system. The leadership
style needed is one of total collaboration. One of being an enabler
of the human and technology sub-systems within the new
customer "owned"
system itself.
Dr
Norman Chorns article "Creating
Feminine Values in Organisations"
argues "that
"feminine" values of
collaborative behaviour, exploratory decision-making and an
open approach to learning
are more aligned to developing the integrated, cross functional
capabilities of the modern organisation" (www.centcorp.com.au).
This is particularly true of e-leadership because what
customers are looking for
is a collaborative spirit, appropriate products and services and a
loyalty reversal system
whereby the organisation must now show loyalty to the customer
rather than the other way around
the current paradigm.
Will
your leadership system and your technology system co-evolve?
This
very much depends on your leadership style. It requires a high level
of transformational
leadership. Transformational leadership is gained from a
multiple of sources such as those you have acquired
experientially, by programmed
learning (school, university, TAFE etc) and critically by your other
ways of knowing such as instincts, intuition, relationships
etc.
In
the e-world as in every other world that requires an interface
between humans and
between humans and technology the key to a successful outcome
depends on the level of
transformational leadership that exists in the organisation. The
above model, adapted from Malcolm Davies of Learning At Work,
shows the steps that
determine a successful organisational outcome. The key is a highly
developed transformational leadership style.
Conclusion
The
good news is that transformational leadership can be taught and the
Futureware Corporation has developed specialist programs in
transformational leadership
development in response to the increasing demands of
e-leadership.